‘Ready for the future as it King’s Business School arrives’ Helping individuals and organisations use the crisis as a catalyst for positive change Programme objectives ‘Ready for the future as it arrives’ as a way of future-proofing organisations to use the recent crises as a catalyst for positive change. This one day programme will: ➢ Allow individuals to make sense of the coronavirus crisis for themselves; to give them the time and space to think about the impact the crisis had upon them both personally and professionally; articulate and share their stories with their colleagues in a professionally facilitated environment ➢ reflect on what personally they would have done differently with hindsight ➢ articulate what they believe their organisation could have done differently with hindsight ➢ create some clear personal & organisational recommendations around what to do differently ➢ develop some clear personal & organisational recommendations to prepare for future uncertainty ➢ recognise the physiological and psychological impact of stress; practise some personal resilience exercises to transform negative energy to positive energy At King’s we believe this is a powerful mechanism to help individuals and organisations recognise the impact of the crisis, prepare more effectively for future uncertainty and so be able to perform now. This is also an excellent opportunity for Leadership Teams to get first-hand, honest feedback on what is going on across their organisation and what they could do to prepare more effectively. 2 KING’S BUSINESS SCHOOL | kcl.ac.uk/business The Process The programme is an inter-disciplinary one day engagement delivered for Leaders, Managers & Professionals. The design of the one day commitment is as follows: ➢ Delivery of 2 x 3-hour facilitated workshops; workshops led by experienced senior facilitators with support from a member of the Organisation’s Executive. The Business School would work with King's College London’s globally respected Institute of Psychiatry, Psychology & Neuroscience (IoPPN) to provide expert input around Recognising & Transforming Negative Stress into Positive Energy & Personal Resilience ➢ Workshops delivered either virtually through Microsoft Teams or face-to-face. Each workshop incorporating up to 24 participants (excluding the Facilitators). ➢ Each session working both in plenary and in sub-groups to provide all with sufficient ‘voice’ in the room so they feel heard (of up to 12 participants per sub-group) ➢ the style of the workshop (whether virtually or face-to-face) would be: highly practical, time and space for personal reflection; story-telling, short expert input, using individual/group activities to embed the learning and to allow participants to be better prepared for future uncertainty, crises, and change ➢ the workshops could be delivered to intact teams or groups of selected individuals. 3 KING’S BUSINESS SCHOOL | kcl.ac.uk/business Adding value – additional delivery options There are three additional options: ➢ Option One: create an organisational facilitator group. King’s would deliver a critical mass of the workshops to priority employees (i.e. those who have a high level of interest in addressing the challenge and a high degree of local influence). The workshop could provide some short input around the essential facilitation skills required to deliver the process for themselves. Then the organisation’s new facilitators could deliver a shortened version of the workshops (i.e. without the expert input around Stress and Preparing for Uncertainty) to intact employee teams across the organisation. We could provide a short Facilitator Guide to help them deliver effectively. If we were to adopt this approach, then we would need to provide to include basic facilitator training. ➢ Option Two: we could develop organisational facilitators with practical techniques to transform stress into personal and interpersonal resilience. This could be conducted in a separate one day workshop. A support handbook could also be made available ➢ Option Three: some participants will require further one-to-one conversations to explore the impact of the crisis in more depth. We can offer 60 minute virtual sessions. Depending upon the nature of the need, whether personal or professional, whether stress-related or leadership-related, will dictate the facilitator involved. Should any of these additional delivery options be of interest then please do not hesitate to call to discuss these in more detail. 4 KING’S BUSINESS SCHOOL | kcl.ac.uk/business Reflection Preparation The process would be delivered through Preparation, 2 x 3 hour Workshops and Optional Coaching Support: Preparation Workshop 1 Workshop 2 Preparation reflection 1st Workshop 3 hours the Past & 2nd Workshop 3 hours the against framework of 2 weeks Present 1 week Future & Wellbeing Optional One-to-One Coaching Support questions Preparation: in advance of the workshops (approximately 2 weeks), we would send a short email. The email would position the virtual workshops, introduce the objectives and the process. We would ask them to reflect upon the following 4 key questions: ➢ what has been the impact of the coronavirus crisis on you, your family, your community, your colleagues, etc.? ➢ with hindsight, what would you have done differently to respond to the crisis both in the personal and professional environments? ➢ with hindsight, what do you think the organisation should have done differently to respond to the crisis? ➢ how do you believe we should prepare ourselves and the organisation for such future scenarios? 5 KING’S BUSINESS SCHOOL | kcl.ac.uk/business What is included? - workshop 1 Step One: delivered in Step Two: delivered in Step Three: delivered plenary sub-groups in plenary Making Sense of the Crisis Telling Your Story Having the courageous conversation in Telling the story: Personal & the safe environment Professional Impact Learning & Commitment Optional Support The Change Curve Plenary reflection and One-to-one virtual Your Learning: what would you have split in 2 x return to feedback re: organisational support for those Organisational Learning: what could the done differently? What will you do sub-groups plenary recommendations requiring a personal organisation have done differently? differently? conversation around impact Organisational Learning: what does the Making the Personal Commitment organisation need to do differently now? 180 minutes total across 3 Steps 6 KING’S BUSINESS SCHOOL | kcl.ac.uk/business What is included? - workshop 2 Step One: delivered in Step Two: delivered in Step Three: delivered plenary sub-groups in plenary Transforming Negative Stress into Positive Energy Physiological and Psychological Impact of stress Practical exercises to recognise stress and develop resilience: nutrition, exercise, breathing, etc. Learning & Commitment Optional Support Plenary reflection & One-to-one virtual Sub-Groups Reengagement & into sub- swop around return to making the commitment to support for those Workshop Positioning groups halfway plenary think & do differently requiring a personal through conversation workshop around impact Preparing for Future Uncertainty Introduction of tools & techniques to help prepare for future uncertainty Sub-Group work to generate organisational recommendations around: - process proofing - product proofing - people proofing etc. etc. 180 minutes total across 3 Steps 7 KING’S BUSINESS SCHOOL | kcl.ac.uk/business What is included? – Workshop 2 detail Preparing for Uncertainty Psychological & Physiological Impact Opportunity for further reflection on what the organisation could/should Opportunity to explore and address through have done differently with hindsight. Introduction to Future Thinking and exercises the physiological and psychological Preparing for Uncertainty: Kairos, Explorer Leadership and Organisational impact of stress. This could include: Explorer DNA, what challenges should we be solving, etc. Physiological: Engagement Training (guided breathing Introduction of 4 x Future Scenarios – for example: exercise for peak performance and flow) ➢ Climate Change & Environmental Impact ➢ Interstate Virtual Warfare Psychological: ➢ Global Pandemic ➢ Demographic shift – specifically ageing global population • Constructive Gratitude (CBT based) • Active Listening (Mindfulness based) 1) understanding the potential impact of the scenario • Improving relationships, team building, 2) preparing for uncertainty: tools, techniques and frameworks empathy • Nature observation (mindfulness based) Divide into 4 x small teams and brainstorm activity. Feedback what the • Stress reduction, improved mood, health organisation should do now to prepare for future uncertainty. Record main improvement themes and recommendations for later collation 8 KING’S BUSINESS SCHOOL | kcl.ac.uk/business The expert facilitation team Crawford Spence is Professor of Accounting and Vice Dean (Corporate Relations), King’s Business School and Programme Director for Executive Education activities. Crawford has held full-time academic appointments in the UK, the United Arab Emirates and Canada, as well as having held visiting positions in France, Spain, Norway and Japan. Crawford’s research is principally focused on the sociology of the professions, looking at various financial professional groups (accountants, financial analysts, tax advisors, fund managers) in terms of how they negotiate social, cultural, political and economic pressures. He has a special interest in comparing these groups cross-nationally,